Budget Presentations - New York City Council



New York City Council

Christine C. Quinn, Speaker

Finance Division

Preston Niblack, Director

Jeffrey Rodus, First Deputy Director

Hearing on the Mayor’s Fiscal Year 2011 Executive Budget

Department of Housing Preservation and Development

June 4, 2010

Committee on Finance

Hon. Domenic M. Recchia, Jr., Chair

Committee on Housing and Buildings

Hon. Erik Martin Dilan, Chair

Jonathan Rosenberg, Deputy Director, Finance Division

Anthony Brito, Legislative Financial Analyst

Summary and Highlights

| |2009 |2010 Adopted |2010 |2011 Executive |Difference, 2010 – |

| |Actual | |Executive | |2011 |

|Personal Services |$153,570 |$150,889 |$150,804 |$145,274 |($5,615) |

|Other than Personal Services |548,653 |431,742 |667,964 |426,024 |(5,718) |

|Table Total |$702,224 |$582,631 |$818,786 |$571,298 |($11,333) |

The Department of Housing Preservation and Development’s (HPD) Fiscal 2011 Executive expense budget is $571.2 million which is $11.3 million or 2 percent less than the Fiscal 2010 Adopted budget of $582.6 million. Planned City funds spending will decrease by $19.5 million in Fiscal 2011. Planned spending will decrease primarily in the areas of development ($36 million), management & disposition ($34.4 million), and other agency services ($14.8 million). These decreases are offset by an increase to the baseline Section 8 budget in the amount of $95.6 million. Approximately $494 million or 87 percent of HPD’s total expense budget is funded by federal sources, 10 percent or $55 million is comprised of City tax levy funds, and the remaining 3 percent or $16 million consist of Capital IFA funds.

Because the City’s fiscal year and the State and Federal fiscal years do not coincide, HPD reports only baseline funding and grants that it anticipates from the other two branches of government at the beginning of each year and makes adjustments throughout the year as additional funds are received. In Fiscal 2010 over $209 million in State and federal funding was realized post adoption. Since the Fiscal 2010 Adopted Budget the agency’s total headcount of full-time positions has decreased by 130. This total is comprised of 55 City tax levy positions that were eliminated during Fiscal 2010 and 75 positions that were eliminated from previous fiscal years that will be realized in Fiscal 2011. HPD’s Fiscal 2011 Executive budget includes a $6.9 million reduction in City funds. The agency will achieve these reductions through a combination of cuts to its baseline budget, identifying full-time positions that could be funded by federal sources and generating revenue through various initiatives. The following summarizes these actions:

Expense Budget Reductions

• Article 7A Restructuring: The agency will eliminate 8 positions by restructuring the Article 7A Program resulting in a savings of $706,000 in Fiscal 2011.

• Technology Staff Reductions: The agency plans to eliminate 4 positions from its Technology & Strategic Development Division resulting in a savings of $387,000 in Fiscal 2011.

• Property Management Reduction: The agency will reduce spending on the property maintenance of vacant lots by $221,000 in Fiscal 2011 increasing to $1.6 million by Fiscal 2014.

• Other than Personal Services (OTPS) Reduction: The agency will reduce spending on supplies and other administrative functions in the amount of $200,000 in Fiscal 2011 and the out-years.

• Division of Property Management Redeployment: The agency will redeploy a total of 12 City tax levy funded positions from the Division of Property Management to federally funded positions in the Division of Maintenance and the Hotels and Shelters Program. This action will save HPD a total of $858,000 in Fiscal 2011.

• Preservation Finance: HPD identified 5 positions in the preservation finance division that have been funded through City tax levy dollars that are eligible to be funded by the federal Community Development Block Grant. This action will save the agency $414,000 in Fiscal 2011.

• Reduction in the Division of Tenant Resources: The agency will lay-off 11 positions from the Tenant Resources Division and backfill those positions from the Division of Property Management. This will save the agency $699,000 in Fiscal 2011.

• Housing Operations Merger: HPD will merge 3 positions from the Division of Housing Operations into the Tenant Resources Division where it will be eligible to receive CDBG funding thereby allowing the agency to save $336,000 in City tax levy in Fiscal 2011.

• Salary Reductions: Based on an agency-wide reorganization which resulted in revised job responsibilities, HPD will reduce the salaries of 8 mid-management level positions for a savings of $215,000 in Fiscal 2011.

Revenue Initiatives

• Waterside Development: The agency will generate $1.6 million additional tax revenue for the City in Fiscal 2011 increasing to $7.5 million by Fiscal 2014 based on a higher assessment value for the Waterside Development located in Manhattan.

• Starrett City Shelter Rent Payments: The agency will generate $751,000 in Fiscal 2011 and the out-years in additional revenue by increasing the shelter rent payments from the Starrett City development.

• University Gardens: The agency will generate $433,000 in Fiscal 2011 and the out-years in additional revenue by restructuring the property tax exemption status of the University Gardens development.

• Parking Lot Revenue: HPD will phase-in lease increases for City-owned parking lots which will generate $74,000 additional revenue in Fiscal 2011 increasing to $584,000 by Fiscal 2014.

Department of Housing Preservation & Development

The Department of Housing Preservation and Development (HPD) works to maximize the production of affordable housing in New York City by encouraging cost-effective development. The Department also promotes the preservation and improvement of existing housing stock by providing loan assistance, education, and code enforcement. In conjunction with these housing objectives, the Department supports a comprehensive community development agenda by conveying City-owned properties, both occupied and vacant, to responsible private owners, while promoting retail development, homeownership initiatives, and productive community partnerships.

|Key Public Services Areas | |Critical Objectives |

|Preservation of existing housing stock | |Preserve and Construct affordable housing by providing assistance and |

|Development of new affordable housing to low income New Yorkers | |incentives |

|Enforcement of housing code regulations | |Prevent abandonment of privately owned residential buildings |

| | |Rehabilitate and transfer buildings to responsible owners |

| | |Respond to heat, hot water and other tenant complaints. |

SOURCE: Mayor’s Management Report

|Department of Housing Preservation and Development Financial Summary |

|Dollars in Thousands |

|  |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Budget by Program Area | | | | | |  |

|Administration |$35,084 |$34,950 |$31,110 |$32,578 |$32,148 |$1,037 |

|Administration Program |14,737 |14,172 |12,465 |12,374 |14,117 |1,652 |

|Development |59,713 |117,654 |49,270 |121,066 |13,246 |(36,024) |

|Housing Operations: | | | | | | |

| -Section 8 Programs |$304,985 |$341,639 |$245,141 |$394,723 |$340,754 |$95,613 |

| -Emergency Housing |16,739 |16,785 |18,584 |19,607 |17,204 |(1,381) |

| -Management and Dispositions |55,327 |51,923 |85,404 |88,857 |50,956 |(34,447) |

|Preservation: | | | | | | |

| -Anti Abandonment |$12,003 |$11,289 |$9,848 |$13,105 |$5,563 |($4,285) |

| -Code Enforcement |28,802 |37,112 |41,476 |40,860 |36,420 |(5,056) |

| -Emergency Repair |29,896 |31,490 |40,641 |43,668 |29,115 |(11,526) |

| -Lead Paint |21,526 |20,670 |20,592 |23,778 |18,486 |(2,106) |

| -Other Agency Services |19,178 |24,534 |28,096 |28,148 |13,286 |(14,810) |

|TOTAL |$597,990 |$702,218 |$582,627 |$818,768 |$571,298 |($11,332) |

|Funding | | | | | |  |

| City Funds |NA |NA |$74,644 |$76,197 |$55,071 |($19,571) |

| Memo: Council Funds |NA |NA |7,187 |7,187 |$0 |(7,187) |

| Other Categorical |NA |NA |34,744 |59,636 |2,310 |(32,433) |

| State |NA |NA |1,968 |1,968 |1,968 |0 |

|Department of Housing Preservation and Development Financial Summary (Cont’d) |

| Federal – CD |NA |NA |$172,732 |$172,714 |$140,864 |($31,867) |

| Federal – Other |NA |NA |281,008 |491,024 |353,460 |72,452 |

| Intra City |NA |NA |990 |1,565 |951 |(38) |

| Capital-IFA |NA |NA |16,546 |15,663 |16,672 |126 |

|TOTAL |NA |NA |$582,631 |$818,768 |$571,298 |($11,332) |

|Positions | | | | |  |

|Full-Time Positions |2,623 |2,495 |2,695 |2,670 |2,596 |(130) |

In Fiscal 2010 City Council funding provided approximately $7.1 million or 10 percent of HPD’s annual City-funds operating budget. Most of this funding ($5.9 million) is allocated to local community based organizations which are tasked with carrying out the goals of six Council initiatives which are to provide advocacy and education on issues related to housing preservation. The remaining $1.2 million is allocated towards Council discretionary funds.

|FY 2010 Council Funded Initiatives |

|Dollars in Thousands |

| Anti-Predatory Lending |$360 |

| City-Wide Taskforce on Housing Court |500 |

| Community Consultant Contracts |830 |

| Housing Preservation Initiative |1,500 |

| Center for New York City Neighborhoods |500 |

| Anti-Eviction Legal Services |2,250 |

|TOTAL |$5,940 |

Capital Program

The May 2010 Capital Commitment Plan includes $1.5 billion in Fiscals 2011 -2014 for the Department of Housing Preservation and Development (including City and Non-City funds).  This represents less than 1 percent of the City’s total $28.6 billion Executive Plan for Fiscals 2011-2014.  The agency's May Commitment Plan for Fiscals 2011 - 2014 is 15 percent less than the $1.75 billion scheduled in the September Commitment Plan, a decrease of $225 million. 

Over the past five years the Department of Housing Preservation and Development has only committed an average of 56 percent of its annual capital plan.  Therefore, it is assumed that a large portion of the agency's Fiscal 2010 capital plan will be rolled into Fiscal 2011 thus greatly increasing the size of the Fiscal 2011-2014 capital plan.  Since adoption last June, the Capital Commitment Plan for Fiscal 2010 has decreased from $779 million to $652 billion, a reduction of $126 million or 16 percent.

Currently HPD’s appropriations total $1.03 billion in city-funds for Fiscal 2010.  These appropriations are to be used to finance the agency’s $441 million city-funded Fiscal 2010 capital commitment program.  The agency has $592 million or over 43 percent more funding than it needs to meet its entire capital commitment program for the current fiscal year.

FY 2010 Adopted Capital Commitment Plan (includes City and non-City Funds)

|Dollars in thousands |2010 |2011 |2012 |2013 |2014-2019 |

|New Construction |$218,494 |$123,312 |$73,105 |$147,424 |$643,298 |

|Preservation |$133,167 |$129,490 |$98,470 |$119,764 |$730,244 |

|Special Needs Housing |$83,480 |$90,612 |$75,682 |$71,182 |$389,902 |

|Occupied In-Rem Rehabilitation |$34,781 |$49,941 |$47,184 |$36,430 |$175,742 |

|Housing Incentives |$28,208 |$13,081 |$4,400 |$0 |$0 |

|Neighborhood Initiatives & Other Housing Support |$13,047 |$15,742 |$18,200 |$7,925 |$115,370 |

|Mayoral & Council Funding |$516,327 |$426,678 |$311,039 |$382,725 |$2,054,556 |

|TOTAL |$1,027,504 |$848,856 |$628,080 |$765,450 |$4,109,112 |

Executive Capital Commitment Plan, 2011-2014

Since the Fiscal 2010 Capital Plan was adopted in June, 2009 HPD has revised its New Housing Marketplace Plan (NHMP). When it was originally implemented in 2003, NHMP’s goal was for the creation and preservation of 165,000 units of affordable housing. Since its launch NHMP has financed the preservation and development of approximately 100,000 units of affordable housing, which has been largely dependent on leveraging private financing. The original NHMP gave priority to the construction of new units rather than the preservation of units in order to take advantage of the booming real estate market that existed in the mid-2000’s. Due to the faltering economy and its impact on the lending market, HPD has had to revise the timeline and projection of how many units can be created and preserved. In particular, it is now expected that the plan’s goals will not be realized until 2014 rather than by 2013, as originally planned. In addition, the focus has shifted away from new construction as 64 percent of all the units in the NHMP are to be preserved while 36 percent will be new construction units. The ratio of homeownership to rental units has remained roughly the same, while the affordability levels have shifted more towards lower income units rather than moderate or middle income units. The table below illustrates the number of new construction and preservation units that will be affected by the revised NHMP. The revision of the NHMP is reflected in HPD’s Fiscal 2011 capital plan where funding for new construction low-income rental programs has increased while funding for new construction multifamily homeownership and rental programs has decreased. Overall funding for key preservation programs has increased in order to reflect the new priorities of the NHMP. The following are the major changes in HPD’s capital plan since the Adopted Fiscal 2010 budget.

Source: Department of Housing Preservation and Development

|  |Actuals |Projection |

|Program |FY04-FY09 Units |FY10 |FY11 |FY12 |FY13 |FY14 |

|Spending | | | | | |  |

|Personal Services | | | | | | |

| Full-Time Salaried – Civilian | $9,302 | $11,562 | $8,539 | $8,789 | $8,817 | $278|

| Other Salaried & Unsalaried | 41 | 57 | 203 | 83 | 55 | (148) |

| Additional Gross Pay | 289 | 220 | 19 | 19 | 19 | |

| | | | | | |0 |

| Overtime – Civilian | 218 | 145.97 | 0| | | |

| | | | |0 |0 |0 |

|Subtotal, PS |$9,852 |$11,986 |$8,762 |$8,892 |$8,892 |$130 |

|Other Than Personal Services | | | | | | |

| Supplies and Materials |$257 |$372 |$0 | $476 |$0 |$0 |

| Property and Equipment | 459 | | | 81 |0 |0 |

| | |156 |0 | | | |

| Other Services and Charges | 130 | | 865| 87| 865|0 |

| | |66 | | | | |

| Contractual Services | 1,777 | 1,982 | 706| 1,614 | | (706)|

| | | | | |0 | |

| Fixed and Misc. Charges | 292,510 | 327,077 | 234,808 | 383,571 | 330,998 |96,189  |

|Subtotal, OTPS |$295,133 |$329,654 |$236,379 |$385,831 |$331,863 |$95,483 |

|TOTAL |$304,985 |$341,640 |$245,141 |$394,723 |$340,754 |95,613 |

|Funding | | | | | |  |

|City Funds |N/A |N/A |$1,040 |$1,008 |$334 |($706) |

|Federal Funds |N/A |N/A | | | | |

|Lower Income Housing Assistance |N/A |N/A |24,573 |30,006 |21,126 |(3,446 |

|Section 8 Administrative Fees |N/A |N/A |18,424 |19,967 |18,777 |353 |

|Section 8 Rent Subsidy |N/A |N/A |192,186 |325,002 |281,601 |89,415 |

|Shelter Plus Care |N/A |N/A |8,918 |18,543 |18,914 |9,996 |

|Other Categorical |N/A |N/A |0 |195 |0 |0 |

|TOTAL |N/A |N/A |$245,141 |$394,723 |$340,754 |$95,613 |

Executive Plan Actions

In Fiscal 2010 Section 8 renewal funding from the Department of Housing and Urban Development (HUD) was cut by $10 million. This $10 million represented accumulated reserves from previous fiscal years. By the end of 2009 HPD had insufficient funds to cover increased costs in the program and leases that were already in the pipeline and therefore had to use an additional $11.5 million from its reserves to cover commitments. Record leasing rates in 2009 brought HPD to 99 percent capacity of its federal voucher allocation which caps the amount of funding that can be spent for families seeking assistance. In particular, HPD was subsidizing 28,817 families out of the 29,162 cap which exceeded HUD’s recommended standard utilization rate of 95-98 percent. Consequently, HPD had very few new vouchers to issue in 2009. The agency was able to mitigate this loss in reserves by receiving an infusion of $19 million for enhanced voucher conversions, and successfully applying for $6 million in additional funding from HUD. These actions helped HPD avoid curtailing the issuance of new vouchers in the latter half of 2009, which was a decision its sister agency, the New York City Housing Authority (NYCHA) had to pursue. In 2010, HPD projects to receive full federal renewal funding of Section 8 and an additional 10,000 new vouchers for homeless families.

Funding for the Section 8 program area will remain relatively unchanged from previous fiscal years, despite an increase of $89 million from the Fiscal 2010 Adopted budget. This increase reflects a technical realignment by the agency to increase the baseline funding for the Section 8 rent subsidy from $192 million to approximately $281 million in order to avoid mid-year budget modifications.

Housing Operations-Management & Disposition

HPD has the responsibility for managing, operating and disposing of city-owned dwelling units. In recent years, HPD has made it a priority to dispose these properties to the private market by initiating programs that target occupied and vacant city-owned buildings for rehabilitation and sale to community-based owners, such as local entrepreneurs, neighborhood nonprofit housing organizations, or qualified tenant groups. The programs that comprise the disposition programs include: the Neighborhood Entrepreneurs Program (NEP), the Neighborhood Redevelopment Program (NRP), the Tenant Interim Lease Apartment Purchase Program (TIL), the Tenant Interim Lease II Apartment Purchase Program, the Tenant Ownership Program, the Asset Sales Building Purchase Program, and the Neighborhood Homes Program. In addition, DAMP includes program staff for the 7A Program. The City provides funding for the rehabilitation of the buildings.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | | |

| Full-Time Salaried – Civilian | $23,502 | $23,261 | $22,663 | $25,436 | $22,877 |$215 |

| Other Salaried & Unsalaried | | 107 | | | |40 |

| |83 | |57 |97 |97 | |

| Additional Gross Pay | 1,688 | 1,850 | 857 | 857 | |(0) |

| | | | | |857 | |

| Overtime – Civilian | | | 394 | 394 | |0 |

| |28 |30 | | |394 | |

| Amounts to be scheduled | 0 | | 1,372 | 178 | |(1,233) |

| | |0 | | |139 | |

|Subtotal, PS |$25,302 |$25,248 |$25,343 |$26,963 |$24,365 |(1,033) |

| Other Than Personal Services | | | | | | |

| Supplies and Materials |$7,112.37 |$3,698 |$7,796 |$7,878 |$7,343 |($452) |

| Property and Equipment |19 |14 |33 |29 |33 |0 |

| Other Services and Charges |4,631 |4,980 |6,860 |5,854 |6,039 |(820) |

| Contractual Services |18,263 |13,805 |45,371 |48,131 |13,174 |(32,196) |

| Fixed and Misc. Charges |0 |4,178 |0 |0 |0 |0 |

|Subtotal, OTPS |$30,026 |$26,676 |$60,061 |$61,894 |$26,591 |($33,470) |

|TOTAL |$55,328 |$51,924 |$85,404 |$88,857 |$50,956 |($34,447) |

|Funding | | | | | |  |

|City Funds |N/A |N/A |$10,541 |$10,598 |$7,275 |($3,265) |

|Federal Funds | | | | | | |

|Community Development Block Grant |N/A |N/A |32,705 |31,668 |$27,446 |(5,259) |

|Home Investment Partnership |N/A |N/A |2,834 |2,834 |2,834 |0 |

|Section 8 Rent Subsidy |N/A |N/A |140 |238 |183 |43 |

|Other Categorical |N/A |N/A | | | |0 |

|Hudson Yards |N/A |N/A |26,965 |30,765 |0 |(26,965) |

|Private Grants |N/A |N/A |0 |841 |901 |901 |

|Capital Funds- IFA |N/A |N/A |12,218 |$11,912 |$12,318 |99 |

|TOTAL |N/A |N/A |$85,404 |$88,857 |$50,956 |($34,447) |

Executive Plan Actions

The Fiscal 2011 Executive budget for Management and Disposition is $34.7 million less than the 2010 Adopted budget primarily due to a draw down of $22.9 million of contractual funds for the demolition of residential buildings at the Hudson Yards redevelopment. In particular, $22.9 million in Fiscal 2010 was spent on the demolition of three residential buildings in order to make way for a four-acre park and boulevard as well as the entrance for the new No. 7 train terminal station. Another $4 million was spent on relocation services to the displaced residents who lived in the three buildings.

Property Management Reduction

Under the Division of Property Management, HPD manages City-owned residential and commercial properties until they are transferred to qualified not-for-profit and private ownership. HPD’s portfolio of City-owned properties has declined considerably over the past 30 years therefore HPD is no longer prioritizing property management as a core function. This is reflected in the Fiscal 2011 Executive budget where as part of an agency-wide realignment HPD will redeploy eight City tax levy funded positions from the Division of Property Management to federally funded Community Development Block Grant (CDBG) positions in the Division of Maintenance. This action will save the agency $634,000 in Fiscal 2011. In addition, four City tax levy funded positions in the Division of Property Management will be eliminated for a savings of $224,000 in Fiscal 2011 and redeployed to CDBG funded positions in the Hotels and Shelter Program.

Division of Tenant Resources Reduction

HPD will merge the functions from Housing Operations into the Division of Tenant Resources which will result in the elimination of three tax levy funded positions for a savings of $336,000 in Fiscal 2011. Specifically, City tax levy funded positions of Deputy Commissioner, administrative assistant, and a public relations specialist were deemed not essential for the office of Housing Operations and were therefore merged into the Division of Tenant Resources where their job responsibilities are eligible to be funded under CDBG.

Salary Reductions of Managerial Staff

As part of the agency’s reorganization, eight mid-level management positions from across various departments within HPD will now have fewer and less vital job responsibilities than what their positions previously demanded. As a result, HPD will reduce the salaries of these positions to make them commensurate with their new job responsibilities. This reduction in salaries comes from all funding sources including City tax levy funds which will be reduced by $215,000 in Fiscal 2011 and out-years.

Management of Vacant Lots Reduction

The agency will reduce spending on the property maintenance of vacant lots resulting in a savings of $221,000 in Fiscal 2011 and $1.6 million by Fiscal 2014. According to HPD, the portfolio of in-rem properties has been declining to a point where the budget for property management can be reduced to reflect this new reality.

Housing Operations-Emergency Housing

The Emergency Housing Services Bureau provides emergency relocation services to tenants displaced as a result of fires or vacate orders issued by the Department of Buildings, Fire Department or HPD Code Enforcement. In addition, HPD operates the Article 7A program; in which administrators are appointed by the Court (pursuant to New York State Law) to operate privately owned buildings that have been abandoned by their owners, resulting in conditions that are dangerous to the tenants' life, health and safety. The administrators act under Court Order to collect rents and use the money to provide essential services to the tenants and make necessary repairs. Housing in the Article 7A program remains in private ownership, but the program is managed along with those targeting city-owned units.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | | |

| Full-Time Salaried – Civilian | $3,275 | $3,347 | $3,493 | $3,160 | $3,021 | ($471) |

| Other Salaried & Unsalaried | | | | | | 0|

| |95 |81 |0 |0 |0 | |

| Additional Gross Pay | 220| 277| | | | 1 |

| | | |0 |1 |1 | |

| Overtime - Civilian | | | | | | 0|

| |34 |23 |0 |0 |0 | |

| Amounts to be scheduled | 0 | 0 | 0 | 0 | 0 | |

| | | | | | |0 |

| Fringe Benefits | 1| 1 | 0 | 0 | 0 | 0|

|Subtotal, PS | $3,624 | $3,729 | $3,493 | $3,160 | $3,022 | ($469) |

|Other Than Personal Services | | | | | | |

| Supplies and Materials | $261 | $0| $261| $261 | $261| $0|

| Other Services and Charges | 165| 165| | | 0 | 0 |

| | | |0 |0 | | |

| Contractual Services | 12,689 | 12,891 | 14,831 | 16,185 | 13,920 | (911) |

|Subtotal, OTPS |$13,115 |$13,056 |$15,092 |$16,446 |$14,181 | ($911) |

|TOTAL |$16,739 |$16,785 |$18,585 |$19,607 |$17,203 | ($1,380) |

|Funding | | | | | |  |

|City Funds |N/A |N/A | $1,062 | $901| $762| ($300) |

|Federal Funds | | | | | | |

|Community Development Block Grant |N/A |N/A | 12,407 | 13,808 | 11,545 | (862) |

|Emergency Relocation Welfare Tenants |N/A |N/A | | 979| 979| 0|

| | | |979 | | | |

|Federal TANF Assistance |N/A |N/A | | 950| | 0 |

| | | |950 | |950 | |

|Section 8 Rent Subsidy |N/A |N/A | |0 | | (172) |

| | | |172 | |0 | |

|State Funds | | | | | | |

|Emergency Relocation Welfare Tenants |N/A |N/A | | 893| | 0 |

| | | |893 | |893 | |

|Safety Net |N/A |N/A | | 600| | 0|

| | | |600 | |600 | |

|State TANF Assistance |N/A |N/A | | 475| | 0|

| | | |475 | |475 | |

|Other Categorical |N/A |N/A | 1,000| 1,000 | 1,000 | 0|

|Intra City |N/A |N/A | | | | (46)|

| | | |46 |0 |0 | |

|TOTAL |N/A |N/A | $18,585 | $19,607 | $17,203 | ($1,380) |

Article 7A Program Reduction

In the Fiscal 2011 Executive budget HPD will eliminate eight positions through attrition by restructuring the Article 7A Program resulting in a savings of $581,110 in personal costs in Fiscal 2011. The 7A program appoints experienced housing organizations as administrators to operate privately owned buildings that have been abandoned by their owners, resulting in conditions that are dangerous to the tenants' life, health and safety. The agency has been more efficient at putting 7A buildings through the third party transfer process and other development programs as owners are not reclaiming their buildings thereby decreasing the pipeline of 7A projects. In addition, the agency will spend $862,000 less in Community Development Block Grant (CDBG) funds for tenant relocation services to hotels and shelters.

Preservation-Code Enforcement

HPD is responsible for enforcing the New York City Housing Maintenance New York State Multiple Dwelling Law. In order to enforce this law, HPD sends inspectors to respond to buildings with maintenance deficiencies, and issue violations where appropriate.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | | |

| Full-Time Salaried – Civilian | $22,101 | $23,744 | $26,006 | $25,402 | $26,149 | $144 |

| Other Salaried & Unsalaried | 488 | | 529| 444| 444| |

| | |500 | | | |(85) |

| Additional Gross Pay | 1,370 | 1,952 | 396| 422| 422|26 |

| Overtime - Civilian | 190 | | 198| 198| 198|0 |

| | |293 | | | | |

| Fringe Benefits | 26| |0 | 0 |0 |0 |

| | |26 | | | | |

|Subtotal, PS | $24,176 | $26,514 | $27,128 | $26,465 | $27,213 | $85 |

|Other Than Personal Services | | | | | | |

| Supplies and Materials | $596 | $894| $1,040 | $1,082 | $1,105 | $66 |

| Property and Equipment | 291 | | | | 25| (12) |

| | |27 |37 |55 | | |

| Other Services and Charges | 903 | 1,414 | 1,349 | 1,128 | 1,622 | 273 |

| Contractual Services | 2,837 | 8,264 | 11,923 | 12,128 | 6,453 | (5,470) |

|Subtotal, OTPS |$4,627 |$10,598 |$14,349 |$14,395 |$9,207 | ($5,141) |

|TOTAL |$28,802 |$37,112 |$41,477 |$40,860 |$36,420 | ($5,056) |

|Funding | | | | | | |

|City Funds |N/A |N/A |$8,621 |$8,053 |$8,032 |($588) |

|Federal-Community Development Block Grant |N/A |N/A |$32,856 |$32,806 |$28,387 |($4,468) |

|TOTAL |$0 |$0 |$41,477 |$40,860 |$36,420 |($5,056) |

Executive Plan Actions

The Code Enforcement budget has decreased by $5 million since the Fiscal 2010 Adopted budget in order to reflect spending for contractual services. Many of the functions under Code Enforcement consist of contractual services that are spent throughout the fiscal year such as the hiring of temporary employees who assist in heat and hot water complaints. Although federal CDBG funding decreases by $4.4 million in the Executive plan it is anticipated that this funding will be restored post adoption.

Alternative Enforcement Program

The Code Enforcement budget has increased by approximately $12 million since the Fiscal 2008 reflecting the cost associated with implementing the Alternate Enforcement Program (AEP). This program, established by the New York City Safe Housing Law, is intended to improve conditions in buildings with the most serious physical deterioration. The AEP ensures that emergency conditions are corrected and underlying physical conditions related to housing code violations are addressed either by the owner or through HPD’s emergency repair program. The program calls for the designation each year of 200 different multiple dwellings, each to be chosen based on specific criteria set forth in the Safe Housing Law. HPD’s budgetary projections are based on the anticipated size and physical condition of buildings coming into the program, which is funded primarily through federal Community Development Block Grant funds. The following table illustrates the number of units and buildings that have been affected by AEP since Fiscal 2008.

Alternative Enforcement Program

| |Fiscal 2008 Round 1 |Fiscal 2009 Round 2 |Fiscal 2010 Round 3 |

|Building Size (Units) |# Bldgs |# Units |# Bldgs |# Units |# Bldgs |# Units |

|5-8 |72 |474 |63 |407 |59 |373 |

|9-20 |19 |245 |24 |320 |26 |346 |

|21+ |9 |311 |22 |732 |13 |412 |

|Total | 200 | 1,362 | 200 | 1,768 | 200 | 1,476 |

|Average Bldg Size (Units) |6.81 |8.84 |7.38 |

Source: Department of Housing Preservation and Development

Preservation-Emergency Repair

In this program area if an emergency condition is verified by a code inspector, the owner and/or managing agent of the property will be notified of the emergency condition and instructed to repair it. If the owner fails to make the necessary repairs in a timely manner, HPD's Emergency Repair Program (ERP) may repair the condition. If ERP repairs the emergency condition, the City will bill the owner for the cost of repairs. If the owner fails to pay the bill within 60 days, a lien is placed on the property.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | |  |

| Full-Time Salaried – Civilian | $6,066 | $7,087 | $7,806 | $7,912 | | $53|

| | | | | |$7,858 | |

| Other Salaried & Unsalaried | 540 | 579 | 439 | 442 | | |

| | | | | |443 |3 |

| Additional Gross Pay | 431 | 531 | 337 | 337 | |0 |

| | | | | |337 | |

| Overtime - Civilian | 148 | 129 |0 |0 |0 |0 |

|Subtotal, PS |$7,185 | $8,326 | $8,581 | $8,691 | $8,638 | $57 |

|Other Than Personal Services | | | | | | |

| Supplies and Materials | $4,365 | $2,802 | $5,507 | $5,044 | | ($1,483)|

| | | | | |$4,022 | |

| Property and Equipment | | | 0 | 6 | | |

| |9 |6 | | |6 |6 |

| Other Services and Charges | 3,666 | 4,371 | 5,337 | 5,113 | 1,342| (3,995) |

| Contractual Services | 14,671 | 15,986 | 21,216 | 24,813 | 15,105 | (6,110) |

|Subtotal, OTPS |$22,712 |$23,164 |$32,060 |$34,977 |$20,476 | ($11,583) |

|TOTAL |$29,897 |$31,491 |$40,641 |$43,668 |$29,115 | ($11,526) |

|Funding | | | | | | |

|City Funds |N/A |N/A | | $904| | |

| | | |$36 | |$36 |$0 |

|Federal-Community Development Block Grant |N/A |N/A |21,143 |21,289 |29,078 | 7,935 |

|Federal Stimulus |N/A |N/A |19,462 |21,376 |0 | (19,462) |

|TOTAL |$0 |$0 | $40,641 | $43,668 | $29,115| ($11,526) |

Executive Plan Actions

In Fiscal 2010 HPD received an additional $19.4 million of federal stimulus funds for the Emergency Repair Program to correct immediately hazardous class “C” violations in privately owned buildings. The stimulus funding allowed HPD to free up CDBG funding in Fiscal 2010 and allocate it to different program areas such as Lead Paint, Anti-Abandonment, Management and Dispositions, and Other Agency Services within Preservation. Overall spending in this program area will decline in Fiscal 2011 due to the one-time infusion of $19.4 million of federal stimulus funding but will be partially offset by an increase of $7.9 million in CDBG funding for emergency repair services.

Preservation-Lead Paint

HPD is responsible for identifying lead-based paint hazards, placing violations and remediating the condition when necessary. The two service areas within the lead-based paint program are inspections, and emergency repairs.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | |  |

| Full-Time Salaried – Civilian | $15,831 | $16,042 | $18,961 | $18,535 | $17,297 | ($1,662) |

| Other Salaried & Unsalaried | 383| | | 228 | 228 | (26) |

| | |438 |254 | | | |

| Additional Gross Pay | 719 | 1,019 | | 135 | 135 | |

| | | |117 | | |18 |

| Overtime - Civilian | 62| | | | 0| |

| | |62 |1 |0 | |(1) |

| Fringe Benefits | | | | | 0| |

| |13 |12 |0 |0 | |0 |

|Subtotal, PS | $17,009 | $17,573 | $19,333 | $18,899 | $17,661 | ($1,672) |

| Other Than Personal Services | | | | | | |

| Supplies and Materials | $141 | | $456| $207| $256| ($199)|

| | |$85 | | | | |

| Other Services and Charges | 131| | | 162 | 41 | (85)|

| | |55 |126 | | | |

| Contractual Services | 4,240 | 2,952 | | 4,492 | 512 | |

| | | |660 | | |(147) |

| Property & Equipment | | | | | 15| |

| |6 |5 |17 |17 | |(2) |

| Fixed and Misc Charges | | | | | 0| |

| |0 |1 |0 |0 | |0 |

|Subtotal, OTPS | $4,518 | $3,098 | $1,259 | $4,879 | $825 | $434|

|TOTAL |$21,527 |$20,670 |$20,593 |$23,778 |$18,486 | ($2,106) |

|Funding | | | | | | |

|City Funds |N/A |N/A | $1,272 | $899| $899| ($373)|

|Federal-Community Development Block Grant |N/A |N/A | 18,407 | 18,346 | 16,713 | (1,694) |

|Federal-Lead Based Paint Abatement |N/A |N/A | | 1,738 | 173 | |

| | | |173 | | |0 |

|Federal-Lead Hazard Reduction Demonstration | | | | 2,275 | 222 | |

| | | |222 | | |0 |

|Capital IFA | N/A | N/A | | 129 | 129 | |

| | | |129 | | |0 |

|Intra City | N/A | N/A | | 389 | 350 | |

| | | |389 | | |(39) |

|TOTAL | N/A | N/A | $20,592 | $23,778 | $18,486 | ($2,106) |

Executive Plan Actions

The Fiscal 2011 Executive budget for Lead Paint is $2.1 million less than the Fiscal 2010 Adopted budget due to a reduction in personal services cost. This spending reduction reflects the elimination of 19 positions from the lead paint inspection unit which were funded primarily by the Federal Community Development Block grant. HPD plans to eliminate an additional 10 positions in the program area through attrition and vacancy eliminations from previous fiscal years which will be realized in Fiscal 2011.

Preservation-Anti-Abandonment

HPD’s anti-abandonment initiatives are intended to address the City's at-risk housing stock. These initiatives include assessing the physical and financial needs of distressed properties, reaching out to building owners to encourage code and tax compliance, and providing education and support services for owners. One such initiative is the Neighborhood Preservation Consultants (NPC) program, in which nonprofit organizations contracted with HPD provide early intervention, preservation and anti-abandonment services throughout the five boroughs. The NPC’s also assist HPD in identifying and assessing at-risk buildings.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | |  |

| Full-Time Salaried – Civilian | $5,696 | $6,097 | $6,377| $6,282 | $4,482 | ($1,894) |

| Other Salaried & Unsalaried | 4|0 |0 |0 |0 |0 |

| Additional Gross Pay | 377 | 392 |0 |0 |0 |0 |

| Overtime - Civilian | 15 | |0 |0 |0 |0 |

| | |7 | | | | |

|Subtotal, PS | $6,093 | $6,496 | $6,377 | $6,282 | $4,482 | ($1,894) |

| Other Than Personal Services | | | | | | |

| Supplies and Materials | $30| | | | |($8) |

| | |$12 |$8 |$8 |$0 | |

| Other Services and Charges | 53 | 186 | | | 0| |

| | | |51 |51 | |(51) |

| Contractual Services | 5,828 | 4,596 | 3,413 | 6,764 | 1,080 | (2,332) |

|Subtotal, OTPS |$5,910 | $4,794 | $3,472 | $6,823 | $1,080 | ($2,391) |

|TOTAL | $12,003 | $11,289 | $9,849 | $13,105 | $5,563 | ($4,285) |

|Funding | | | | | |  |

|City Funds |N/A |N/A | $2,844| $6,195 | $514| ($2,330) |

|Federal-Community Development Block Grant|N/A |N/A | 3,805 | 3,709 | 5,049 | 1,244 |

|Federal Stimulus |N/A |N/A | 3,200 | 3,200 | | (3,200) |

| | | | | |0 | |

|TOTAL |$0 |$0 | $9,849| $13,105 | $5,563 |($4,285) |

Executive Plan Actions

The Fiscal 2011 Executive budget for Anti-Abandonment is $4.2 million less than the 2010 Adopted budget. This reduction is due to HPD spending nearly 20 percent of allowable expenses of Community Development Block Grant (CDBG) funds for planning and administration in the Neighborhood Preservation Offices. HPD utilized $3.2 million in stimulus funds to pay for these expenses, enabling the agency to free up CDBG money to pay for the fringe cost of 56 employees. In addition, the Executive plan does not include funding secured by the Council for initiatives that will be reflected at adoption. These initiatives include the Community Consultant Contracts, funding for the Center for New York City Neighborhoods and the City-Wide Taskforce on Housing Court.

Preservation-Other Agency Services

This program area funds a variety of small agency initiatives aimed at preserving affordable housing. In addition, this program area includes funding for the following City Council projects: Anti-eviction Legal Services, Community Consultant Contracts, Neighborhood Preservation Consultant Contracts, Anti-Predatory Lending Contracts, the Mortgage Foreclosure Initiative, and the Housing Preservation Initiative.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | |  |

| Full-Time Salaried – Civilian | $6,074 | $6,479 | $6,401 | $7,046 | $6,741 | $340 |

| Other Salaried & Unsalaried | 27| 29| 173 | 173 | 173| |

| | | | | | |0 |

| Additional Gross Pay | 391 | 475 | 118 | 118 | 118| |

| | | | | | |0 |

| Overtime - Civilian | 44| 26| 0| 0 | | |

| | | | | |0 |0 |

| Amounts to be scheduled | 0 | 0| 586 | 125 | 134| (451) |

|Subtotal, PS | $6,536 | $7,009 | $7,278 | $7,462 | $7,166 | ($112)|

| Other Than Personal Services | | | | | | |

| Supplies and Materials | | | | | | |

| |$33 |$41 |$49 |$50 |$49 |$0 |

| Other Services and Charges | 439 | 402 | 1,546 | 2,053 | 282| (1,264)|

| Contractual Services | 12,011 | 16,936 | 19,083 | 18,432 | 5,648 | (13,434) |

| Property & Equipment | 159 | 147 | 139 | 149 | | |

| | | | | |139 |(49) |

|Subtotal, OTPS | $12,642 | $17,526 | $20,818 | $20,685 | $6,119 | ($14,698) |

|TOTAL | $19,178 | $24,535 | $28,096 | $28,148 | $13,286 | ($14,810) |

|Funding | | | | | |  |

|City Funds |N/A |N/A | $9,733 | $10,725 | $3,011 | ($6,721) |

|Federal-Community Development Block |N/A |N/A | 14,615 | 13,674 | 9,910 | (4,704) |

|Grant | | | | | | |

|Federal Stimulus |N/A |N/A | 3,384 | 3,384 | | (3,384)|

| | | | | |0 | |

|Capital IFA |N/A |N/A | 365 | 365 | 365| |

| | | | | | |0 |

|TOTAL |  |  | $28,096 | $28,148 | $13,286 |($14,810) |

Executive Plan Actions

Fiscal 2011 planned spending in this program area is $14.8 million less than the Fiscal 2010 Adopted budget primarily due to the one-time infusion of federal stimulus funds along with cuts in City Council funded initiatives. $3.3 million in federal stimulus funds were spent for contractual services for the Emergency Demolition Program in which HPD hires contractors to demolish buildings that are deemed unsafe pursuant to a Department of Buildings declaration of emergency. Additional reductions in the Fiscal 2011 Executive Budget are due to the elimination of funding secured by the City Council in the Fiscal 2010 Adopted Budget for the following initiatives: Anti-eviction Legal Services, Anti-Predatory Lending Contracts, the Housing Preservation Initiative, and Council discretionary funds.

|FY 2010 Council Funded Initiatives |

|Dollars in Thousands |

| Anti-Predatory Lending |$360 |

| City-Wide Taskforce on Housing Court |500 |

| Community Consultant Contracts |830 |

| Housing Preservation Initiative |1,500 |

| Center for New York City Neighborhoods |500 |

| Anti-Eviction Legal Services |2,250 |

|TOTAL |$5,940 |

Development

HPD works to identify privately owned sites suitable for housing development, facilitates the procurement of funds for property acquisition, collaborates with other agencies with land and buildings suitable for housing development and creates the appropriate programs and policies to facilitate housing development. New housing development is a major activity for HPD, but much of the spending for this program area takes place in the capital budget.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | | |

| Full-Time Salaried – Civilian | $12,147 | $12,100 | $13,455 | $11,705 | $11,326 | ($2,128) |

| Other Salaried & Unsalaried | | | | | | |

| |2 |4 |5 |5 |5 |0 |

| Additional Gross Pay | 404 | 510 | 75| | 75| |

| | | | |75 | |0 |

| Overtime - Civilian | 22| 22| 0| | | |

| | | | |0 |0 |0 |

| Amounts to be scheduled | 0| 0| 443 | 207 | 221 | |

| | | | | | |(222) |

|Subtotal, PS | $12,575 | $12,637 | $13,978 | $11,993 | $11,627 | ($2,351) |

|Other Than Personal Services | | | | | | |

| Other Services and Charges | 0| 0| 17,619 | 14,505 | | (17,619) |

| | | | | |0 | |

| Contractual Services | 47,139 | 105,018 | 17,673 | 94,567 | 1,619 | (15,253) |

|Subtotal, OTPS | $47,139 | $105,018 | $35,292 | $109,072 | $1,619 | ($33,672) |

|TOTAL | $59,713 | $117,654 | $49,270 | $121,066 | $13,246 | ($36,024) |

|Funding | | | | | |  |

|City Funds |N/A |N/A | $9,688 | $6,662 | $5,146 | ($4,542) |

|Federal-Community Development Block Grant |N/A |N/A | 2,040 | 428 | 1,037 | (1,001) |

|Federal ARRA-Tax Credit Assistance |N/A |N/A | 0| 38,200 | | |

| | | | | |0 |0 |

|Federal-Emergency Shelter Grant |N/A |N/A | 0| 798 | | |

| | | | | |0 |0 |

|Federal-Neighborhood Stabilization Funds |N/A |N/A | 23,737 | 25,638 | | (23,737) |

| | | | | |0 | |

|Federal-HOME First Down-payment |N/A |N/A | 0| 4,000 | | |

| | | | | |0 |0 |

|Federal-Home Investment Partnership |N/A |N/A | 4,062 | 16,214 | 4,062 | |

| | | | | | |0 |

|Federal-Section 8 Rent Subsidy |N/A |N/A | 835 | 835 | 835 | |

| | | | | | |0 |

|Capital IFA |N/A |N/A | 2,499 | 1,870 | 1,755 | (743) |

|HQS Collaboration-NYCHA |N/A |N/A | 0| 100 | | |

| | | | | |0 |0 |

|NYC Housing Trust Fund- BPCA |N/A |N/A | 6,410 | 21,320 | 410 | (6,000)|

|TOTAL |N/A |N/A | $49,270 | $121,066 | $13,246 |($36,024) |

Executive Plan Actions

The Fiscal 2011 Executive budget for Development is $36 million less than then the Fiscal 2010 Adopted budget primarily due to the availability of one-time federal stimulus funding and funds related to the administration of Battery Park City (BPC). Specifically, New York City received $23.7 million from the US Department of Housing and Urban Development (HUD) for the Neighborhood Stabilization Program (NSP) which is intended to prevent further declines in neighborhoods most severely impacted by foreclosures.

The Fiscal 2010 Executive budget includes an additional $21.3 million in funds for the Mayor’s New Housing Market Place Plan. These funds were not included as part of HPD’s 2010 Adopted Budget. The $21.3 million is a portion of the $130 million commitment of BPC funds in Fiscal 2010. The BPC funds are generated by revenues from the Battery Park City Authority and are allocated to the New York City Housing Trust Fund. The fund in turn provides a flexible funding source for HPD programs such as the Mixed Income Rental Program and the funding of large-scale acquisition and renovation of loans or properties. This is the first tranche of money to be reflected in the budget other than $410,000 for personnel. It is anticipated that approximately $30 million of the BPC funds will be modified into the Fiscal 2011 budget.

Tenant Resources Reduction

Under the Division of Tenant Resources, HPD assists eligible families that reside in properties that have been recently renovated with HPD loans, but where the newly restructured rent causes a financial hardship. This Division also offers Section 8 assistance to families who previously benefited from the agency's development programs but who maintain a significant rent burden that places them in a precarious housing situation. Additionally, the Division oversees programs and initiatives designed to enhance the economic self-sufficiency of tenants in City-owned and City-assisted housing such as the Family Self-Sufficiency Program. In the Fiscal 2011 Executive budget, 11 clerical workers who conduct Section 8 application processing will be terminated for a savings of $699,000 and these functions will instead be performed by staff from the Division of Property Management. The terminated positions were paid for by the federal Community Development Block Grant Funds (CDBG). The elimination of these positions will allow the agency to free up CDBG funding for the 11 staff from the Division of Property Management that will backfill these positions, thereby reducing tax levy funds in the amount of $699,000 in Fiscal 2011.

Neighborhood Restore Subsidy Reduction

The Fiscal 2011 January plan included revenue from the reassessment of Waterside development in Manhattan in the amount of $1.6 million increasing to $7.5 million in Fiscal 2014. Since the January plan HPD and the Department of Finance (DOF) have lowered their projection of how much revenue this development will generate in Fiscal 2011. As a procedural matter, the Office of Management and Budget (OMB) request that City agencies identify expense budget reductions in the case of a shortfall from projected revenue initiatives. In this instance, HPD will reduce subsidies in the amount of $800,000 in Fiscal 2011 and the out-years for Neighborhood Restore, a not-for-profit organization that contracts with HPD to administer properties that go through the third party transfer process. According to OMB, Neighborhood Restore is able to absorb this reduction as the organization has surpluses that exceed $800,000 and therefore will not impact the primary functions of the organization.

Administration

The HPD Administration Program Area encompasses a wide range of activities, including the support services such as human resources and the budget office, funding pass-throughs for the New York City Housing Authority (NYCHA) and City Council initiatives, and administration of the Senior Citizen Rent Increase Exemption for households living in subsidized housing. There are six programs within the Administration Program Area: Fair Housing, NYCHA, Research and Policy, Housing Supervision, City Council Initiatives, and General Administration.

|Dollars in Thousands |2008 |2009 |2010 |2010 |2011 |Difference |

| |Actual |Actual |Adopted |Executive |Executive |2010–2011 |

|Spending | | | | | |  |

|Personal Services | | | | | |  |

| Full-Time Salaried – Civilian | $26,454 | $26,029 | $22,361 | $24,422 | $24,260 | $1,899 |

| Full-Time Salaried - Uniformed | | 0| 0| 0 | | |

| |2 | | | |0 |0 |

| Other Salaried & Unsalaried | 296 | 454 | 515 | 515 | | |

| | | | | |515 |0 |

| Additional Gross Pay | 1,011 | 1,108 | 402 | 402 | | |

| | | | | |402 |0 |

| Overtime - Civilian | 151 | 140 | 167 | 167 | | |

| | | | | |167 |0 |

| Amounts to be scheduled | 0| 0| 1,244 | 529 | | |

| | | | | |561 |(683) |

| P.S Other | (45)| (36)| 0 | 0 | | |

| | | | | |0 |0 |

|Subtotal, PS | $27,870 | $27,695 | $24,688 | $26,034 | $25,905 | $1,217 |

| Other Than Personal Services | | | | | | |

| Supplies and Materials | $1,368 | $1,300 | $1,573 | $1,525 | $1,360 | ($213)|

|Other Services and Charges | 3,112 | 3,029 | 2,694 | 2,677 | 2,768| |

| | | | | | |74 |

| Contractual Services | 1,765 | 2,495 | 1,636 | 1,968 | 1,595| |

| | | | | | |(41) |

| Fixed and Misc. charges | 58| 64| 76| 100 | | |

| | | | | |76 |0 |

| Property & Equipment | 912 | 368 | 442 | 272 | | |

| | | | | |442 |0 |

|Subtotal, OTPS | $7,215 | $7,256 | $6,422 | $6,543 | $6,242| ($179) |

|TOTAL | $35,084 | $34,951 | $31,110 | $32,578 | $32,147 | |

| | | | | | |$1,037 |

|Funding | | | | | |  |

|City Funds |N/A |N/A | $22,233 | $23,615 | $22,545 | $313|

|Federal-Community Development Block Grant |N/A |N/A | 5,506 | 5,541 | | |

| | | | | |5,460 |(46) |

|Federal-Home Investment Partnership |N/A |N/A | 835 | 835 | | |

| | | | | |835 |0 |

|Federal-Section 8 Administrative Fees |N/A |N/A | 929 | 345 | | |

| | | | | |0 |(929) |

|Federal-Section 8 Rent Subsidy |N/A |N/A | 209 | 794 | 1,139| |

| | | | | | |929 |

|Administrative Services/ Fees |N/A |N/A | 57| 57 | | |

| | | | | |57 |0 |

|Intra-City Rentals |N/A |N/A | | 1 | | |

| | | |1 | |1 |0 |

|Other Services/ Fees |N/A |N/A | | 5 | | |

| | | |5 | |5 |0 |

|Capital IFA |N/A |N/A | 1,335 | 1,385 | | |

| | | | | |2,105 |770 |

|TOTAL |N/A  |N/A  | $31,110 | $32,578 | $32,147 | $1,037 |

Executive Plan Actions

HPD’s Executive Fiscal 2011 budget for the Technology & Strategic Development Division is reduced by $387,000 in Fiscal 2011 increasing to $1.5 million by Fiscal 2014 as a result of the layoff of four positions. These four positions consist of mainframe programmers which the agency no longer considers vital to its technology services. In addition, the agency will reduce spending on supplies and other administrative functions in the amount of $213,000 in Fiscal 2011 and the out-years. These budgetary reductions are offset by increases in collective bargaining which account for an additional $1.8 million in personal services costs in Fiscal 2011.

Appendix A: Budget Actions Since Fiscal Year 2010 Adoption

|Dollars in Thousands |FY 2010 |FY 2011 |

| |City |Non-City |Total |City |Non-City |Total |

|Agency Budget as of June 2009 Plan |$74,644 |$507,988 |$582,632 |$58,226 |$420,917 |$479,143 |

|OTPS Reduction |($324) |$0 |($324) |($200) |$0 |($200) |

|Property Management Reduction |(553) |0 |(553) |(221) |0 |(221) |

|Reduction of City Council Funds |(301) |0 |(301) |  |0 |0 |

|Restructure 7a Program |0 |0 |0 |(581) |0 |(581) |

|Restructure 7a Program OTPS |0 |0 |0 |(125) |0 |(125) |

|Technology Staff Reductions |(171) |0 |(171) |(387) |0 |(387) |

|Dept. of Property Management Realign. |0 |0 |0 |(634) |0 |(634) |

|Division of Property Management Redeployment |0 |0 |0 |(224) |0 |(224) |

|Tenant Resources Realignment |0 |0 |0 |(699) |0 |(699) |

|Office of Housing Ops Merger |0 |0 |0 |(336) |0 |(336) |

|Preservation Finance Funding Change |0 |0 |0 |(414) |0 |(414) |

|Realignment of Managerial Staffing |0 |0 |0 |(215) |0 |(215) |

|Total, PEGs |($1,349) |$0 |($1,349) |($4,036) |$0 |($4,036) |

|May Other Adjustments |  | |  |  | |  |

|To Bring up Funds |0 |$165 |$165 |0 |0 |$0 |

|Bring up funds for HOME |0 |1,526 |1,526 |0 |0 |0 |

|Bring up funds for MC Arthur G |0 |24 |24 |0 |0 |0 |

|Bring up funds for Section 8 |0 |43,405 |43,405 |0 |0 |0 |

|Bronx Heights NCC |(3) |0 |(3) |0 |0 |0 |

|CD Funding Adjustment |0 |0 |0 |0 |(752) |(752) |

|CNYCN |150 |0 |150 |0 |0 |0 |

|Collective Bargaining for Attorneys |0 |4 |4 |0 |4 |4 |

|CB for CD Funded Inspectors |0 |47 |47 |0 |47 |47 |

|Dept. of Property Management Realignment |0 |0 |0 |133 |0 |133 |

|Division of Tenant Resources |0 |0 |0 |170 |0 |170 |

|Property Management Reduction |0 |0 |0 |60 |0 |60 |

|Funding HPD Intra-City |52 |0 |52 |  |0 |0 |

|FY11 Exec CBA Attorny's |1 |0 |1 |1 |0 |1 |

|FY11 Exec CBA Inspectors TL |9 |0 |9 |9 |0 |9 |

|Heat, Light, and Power |(31) |0 |(31) |75 |0 |75 |

|HPD Intra-City |142 |0 |142 |  |0 |0 |

|HPD Restructure |46 |0 |46 |46 |0 |46 |

|Intra City with HPD |100 |0 |100 |  |0 |0 |

|IFA Surplus Reduction |0 |(1,000) |(1,000) |  |0 |0 |

|Neighborhood Restore Reduction |0 |0 |0 |(800) |0 |(800) |

|OHO Reorganization |0 |0 |0 |57 |0 |57 |

|Preservation Finance Funding Change |0 |0 |0 |84 |0 |84 |

|Retro Pay Canarsie Cemetery |27 |0 |27 |0 |0 |0 |

|To allocate Funds for Administration |0 |238 |238 |0 |0 |0 |

|To allocate funds for BPCA |0 |5,000 |5,000 |0 |0 |0 |

|To allocate funds for Demo2007 |0 |200 |200 |0 |0 |0 |

|Dollars in Thousands |FY 2010 |FY 2011 |

| |City |Non-City |Total |City |Non-City |Total |

|To allocate funds for HOME |$0 |$2,000 |$2,000 |$0 |$0 |$0 |

|To allocate funds for LHC 2007 |0 |200 |200 |0 |0 |0 |

|To allocate funds for Section 8 |0 |9,007 |9,007 |0 |0 |0 |

|To bring up funds for SPC |0 |533 |533 |0 |533 |533 |

|To fund codes in the out-years |0 |  |0 |0 |375 |375 |

|To fund new code for SPC |0 |418 |418 |0 |1,002 |1,002 |

|To fund codes in the out-years |0 |  |0 |0 |546 |546 |

|To reallocate funds for East B |0 |2,021 |2,021 |0 |0 |0 |

|To reallocate funds for Section 8 |0 |  |0 |0 |(121) |(121) |

|Take down funds for Section 8 |0 |(3,637) |(3,637) |0 |(4,374) |(4,374) |

|West Bronx Resource Center |25 |0 |25 |0 |  |0 |

|January Other Adjustments |  |  |  |  |  |  |

|107-145 West 135th Street |$0 |$5,940 |$5,940 |$0 |$0 |$0 |

|Additional funds for SPC |0 |464 |464 |0 |464 |464 |

|Additional funds for SR0015 |0 |416 |416 |0 |416 |416 |

|Additional funds for SR0028 |0 |84 |84 |0 |84 |84 |

|Collective Bargaining |896 |117 |1,013 |896 |117 |1,013 |

|Funding adjustment |1,700 |  |1,700 |0 |  |0 |

|Fiscal 2011 January CD Watedr PEG |  |(626) |(626) |0 |(1,502) |(1,502) |

|Fiscal 2011 January Plan TSD PS Reduction Fringe |34 |  |34 |71 |  |71 |

|Fiscal 2011 January CD |0 |307 |307 |0 |307 |307 |

|HPD Restructure |0 |(46) |(46) |0 |(46) |(46) |

|Hudson Yards |3,800 |0 |3,800 |0 |0 |0 |

|Restructure 7A Program Fringe |0 |0 |0 |128 |0 |128 |

|Scheduling of Funds |0 |841 |841 |0 |901 |901 |

|Allocate funds for Section 8 |0 |2,073 |2,073 |0 |1,265 |1,265 |

|Allocate funds for TCAP |0 |25,600 |25,600 |0 |  |0 |

|Allocate funds for SPC |0 |2,539 |2,539 |0 |2,539 |2,539 |

|Bring up stimulus funds |0 |1,914 |1,914 |0 |  |0 |

|Increase Section 8 HCV HAPS |0 |89,393 |89,393 |0 |89,393 |89,393 |

|Schedule funds in FMS |0 |178 |178 |0 |0 |0 |

|Take down of CD funds |0 |(1,914) |(1,914) |0 |0 |0 |

|November Other Adjustments |  |  |  |  |  |  |

|BPCA NOFA Roll FY07 & FY08 |$0 |$9,157 |$9,157 |$0 |$0 |$0 |

|Bring up funds |0 |22 |22 |0 |0 |0 |

|Demolition work |0 |254 |254 |0 |0 |0 |

|Funding adjustment |35 |0 |35 |0 |0 |0 |

|Funds for Livonia Terrace |0 |9,500 |9,500 |0 |0 |0 |

|Funds for PostGrad Grand Concourse |0 |3,100 |3,100 |0 |0 |0 |

|Member items realignment |88 |0 |88 |0 |0 |0 |

|Homefirst Funding |0 |4,000 |4,000 |0 |0 |0 |

|Allocate funds for Section 8 |0 |3,828 |3,828 |0 |3,828 |3,828 |

|To bring up funds |0 |798 |798 |0 |0 |0 |

|Bring up funds for BPCA |0 |5,753 |5,753 |0 |0 |0 |

|Dollars in Thousands |FY 2010 |FY 2011 |

| |$74,644 |$507,988 |$582,632 |$58,226 |$420,917 |$479,143 |

|Bring up funds for Lenox PO |$0 |$665 |$665 |$0 |$0 |$0 |

|Bring up funds for NSP |0 |1,901 |1,901 |0 |0 |0 |

|Roll funds for NYCHA |0 |250 |250 |0 |0 |0 |

|Schedule funds for NYCHA |0 |100 |100 |0 |0 |0 |

|To schedule funds for Demo 07 |0 |1,854 |1,854 |0 |0 |0 |

|Schedule funds for LHC 07 |0 |1,366 |1,366 |0 |0 |0 |

|Schedule funds for SPC |0 |238 |238 |0 |238 |238 |

|Schedule NYCHA HQS Funds |0 |195 |195 |0 |0 |0 |

|Total, Other Adjustments | $7,070 | $230,412 | $237,482 | $928 | $95,263 | $96,191 |

|Agency Budget as per the Fiscal 2011 Executive Plan | $80,365 | $738,400 | $818,766 |

U/A |001 |002 |004 |006 |008 |009 |010 |011 |TOTAL | |Administration |$23,193 |$104 |$2,608 | |$5,799 |$327 |$0 |$116 |$32,147 | |Administration Program |385 |5,692 |0 |$220 |2,777 |675 |0 |4,366 |14,117 | |Development |795,631 |10,141 |0 |210 |0 |1,619 |0 |0 |12,766 | |Housing Operations-Section 8 Programs |0 |0 |0 |8,891 |21,126 |310,736 |0 |0 |340,754 | |Housing Operations-Emergency Housing |0 |0 |1,223 |1,798 |0 |0 |0 |14,181 |17,202 | |Housing Operations-Mgmt & Disposition |0 |0 |200 |24,165 |30 |0 |26,561 |0 |50,956 | |Preservation-Anti Abandonment |0 |0 |4,482 |0 |0 |1,080 |0 |0 |5,563 | |Preservation-Code Enforcement |0 |0 |27,213 |0 |0 |0 |0 |9,207 |36,420 | |Preservation-Emergency Repair |1,404 |0 |7,342 |0 |0 |0 |0 |20,476 |29,115 | |Preservation-Lead Paint |929 |609 |16,365 |237 |0 |0 |666 |158 |18,966 | |Preservation-Other Agency Services |0 |0 |7,166 |0 |$398 |0 |89 |5,631 |13,286 | |Grand Total |$26,708 |$16,547 |$66,496 |$35,522 |$30,131 |$314,437 |$27,317 |$54,138 |$571,298 | |

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